Enterprise system

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Abstract: 173 For some 20 years after John Dearden wrote these words, history proved him right. Today, however, there is a booming market for software packages claiming to provide a total, integrated solution to companies’ information-processing needs. Even companies that choose not to adopt such packages are pursuing aggressive strategies of systems integration by redeveloping custom software and adopting technologies such as data warehousing. Integrated enterprise systems deserve serious research attention because of their great potential for financial, technical, managerial, human, and strategic benefits, costs, and risks. This chapter provides a theoretical framework for analyzing, both retrospectively and prospectively, the business value of enterprise systems. We first describe the historical context in which enterprise systems emerged. Next we identify the key characteristics of enterprise systems, discuss the reasons companies do and do not adopt them, and summarize arguments about why enterprise systems are an important topic for research. We then analyze enterprise systems in terms of the concept of success. We argue that the many facets of success create difficulties for

Abstract: Enterprise resource planning (ERP) systems and other complex information systems represent critical organizational resources. For such systems, firms typically use consultants to aid in the implementation process. Client firms expect consultants to transfer their implementation knowledge to their employees so that they can contribute to successful implementations and learn to maintain the systems independent of the consultants. This study examines the antecedents of knowledge transfer in the context of such an interfirm complex information systems implementation environment. Drawing from the knowledge transfer, information systems, and communication literatures, an integrated theoretical model is developed that posits that knowledge transfer is influenced by knowledge-related, motivational, and communication-related factors. Data were collected from consultant-and-client matched-pair samples from 96 ERP implementation projects. Unlike most prior studies, a behavioral measure of knowledge transfer that incorporates the application of knowledge was used. The analysis suggests that all three groups of factors influence knowledge transfer, and provides support for 9 of the 13 hypotheses. The analysis also confirms two mediating relationships. These results (1) adapt prior research, primarily done in non-IS contexts, to the ERP implementation context, (2) enhance prior findings by confirming the significance of an antecedent that has previously shown mixed results, and (3) incorporate new IS-related constructs and measures in developing an integrated model that should be broadly applicable to the interfirm IS implementation context and other IS situations. Managerial and research implications are discussed.

Abstract: User resistance to information systems implementation has been identified as a salient reason for the failure of new systems and hence needs to be understood and managed. While previous research has explored the reasons for user resistance, there are gaps in our understanding of how users evaluate change related to a new information system and decide to resist it. In particular, missing in the explanation of user decision making is the concept of status quo bias, that is, that user resistance can be due to the bias or preference to stay with the current situation. Motivated thus, this study develops a model to explain user resistance prior to a new IS implementation by integrating the technology acceptance and resistance literatures with the status quo bias perspective. The results of testing the model in the context of a new enterprise system implementation indicate the central role of switching costs in increasing user resistance. Further, switching costs also mediate the relationship between other antecedents (colleague opinion and self-efficacy for change) and user resistance. Additionally, perceived value and organizational support for change are found to reduce user resistance. This research advances the theoretical understanding of user acceptance and resistance prior to a new IS implementation and offers organizations suggestions for managing such resistance.